1. SUMMER TRAINING PROJECT REPORT
On
“RECRUITMENT & SELECTION PROCESS”
IN
RADICO KHAITAN LIMITED
SUBMITTED TO:
IPEM
Institute of Professional
Excellence & Management
(Affiliated to Uttar Pradesh technical University)
For the partial fulfillment of Master of Business Administration Program
Of
2009-2011
SUBMITTED BY:
SHWETA GUPTA
M.B.A
0911470108
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2. PREFACE
As a part of the partial fulfillment of the MBA programme at INSTITUTE OF
PROFESSIONAL EXCELLENCE & MANAGEMENT, Summer Training was
undertaken with the RAMPUR DISTILLERY a unit of RADICO KHAITAN Ltd.
RAMPUR (U.P.).
Rampur Distillery is one of the biggest distilleries in India and it has working on
SAP technology in the present scenario. And also trying to be a biggest industry
in the Asia. The company has now completed their 50years and now using new
technology day by day to improving the quality of the product.
The purpose of the training was to have the practical experience of working in a
Human Resource department and to have the exposure to the various
management practices in the field of human resource & how the Recruitment and
selection of the located and approached candidates is done in the company.
This report is an attempt to provide the details about the Recruitment and
selection procedure adopted by the RADICO KHAITAN Ltd. RAMPUR (U.P.)
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3. ACKNOWLEDGEMENT
My project dealing with “RECRUITMENT & SELECTION PROCESS”
provide me an exposure in the real world of business. I owe a heart-felt
gratefulness to some of the people for being present all the time whenever any
help was required in completion of the report.
At the outset, I would like to thank Mr. Ajay Kumar Agarwal(Executive Vice
President) for giving me the approval to this project in the organization. I wish to
acknowledge the entire HR Team at Radico Khaitan Ltd. Special appreciation
extended to Mr. Mani Shankar Jha(DGM-HR) & Mr. Ashish Kumar
Singh(Sr. Executive-HR) who helped me to shape the direction of my research
work. This project would not have been possible without his help.
A heartfelt thanks to the respondents surveyed whose ideas, critical insights and
suggestions have been invaluable in the preparation of this report.
Last but not the least a very warm thanks to Prof. D.C.
VASHISHTHA(Director), Miss GARIMA KATURIA(MENTOR) & to all the
faculty members of Institute of Professional excellence & Management for
providing me Guide lines in summer training project.
Shweta Gupta
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4. DECLARATION
I, herby
declared to the best of my knowledge and belief that the summer training
report entitled as "RECUITMENT & SELECTION" for “RADICO
KHAITAN Ltd. RAMPUR” being submitted to the partial fulfillment of
I.P.E.M.GZB, has not substantially the same one, which has already been
submitted for “Master Degree In Business Administration” of any other
academic qualification at any other university or examination in India.
I, SHWETA GUPTA hereby declare that all this work purely done by myself
on a primary data and it is totally free from any biasness to any individual or any
group of people.
(SHWETA GUPTA)
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5. CONTENTS
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6. S.No. Particulars Pg No.
i. Title of the Project
ii. Preface
iii. Acknowlegement
iv. Declaration
v. Certificates
Part – 1
 Introduction of Org. 8
 History of Org. 9
 Org. Structure 14
 Vision,Mission 19
 Performance 20
 Brands 23
 Services 30
Part – 2
 Objective & Scope of Study 33
 Research Methodology 35
 Data Analysis 45
 Findings 73
 Conclusion 82
 Recommendations 83
 Limitations 84
 Annexure 85
 Bibliography 112
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7. PART-1
vii

8. INTRODUCTION
RAMPUR DISTILLERY
Rampur distillery owned by Sri L.K. Khaitan who is the Chairman of the company & it
was established in 1943. Rampur distillery is a molasses based distillery & producer of
rectified spirit (RS), extra neutral alcohol (ENA), country liquor & high quality liquor. It
is also one of the largest distilleries in INDIA with production close to 75 million liters
spirit per annum.
In 1992, Rampur distillery was selected for “Distillery of the year” award on the basis of
overall performance.
Rampur distillery also holds the Limca book of records for selling one million cases of 8
PM in the very first year of its launching.
Rampur distillery also holding A1+ rating from ICRA for best safety of funds &
prospects of timely payment of debt/ obligation being the best.

9. 9

10. ABOUT THE RAMPUR DISTILLERY
Rampur distillery was established in the year 1943 and it is the one of the greateest
company in India. It is one of the leading manufacturers of country liquor, extra neutral
alcohol and rectified spirit & high quality liquor. It is one of the largest distillery in India.
Rampur distillery is the company of approximate sixteen hundred crore (1600). It is
also trying to be a company of Rs.10’000 at calendar year 2007.
Radico Khaitan has also had one pet bottles manufacturing units and also have 20 tides up
plants in various parts all over India.
Rampur distillery is certified with ISO 9001:2000 from DET NORSKEVERITAS of
NETHERLANDS. The certificate is valid for alcohol rectified sprit, denatured, sprit &
potable liquor. It is the 1St ISO 9001:2000 company in India.
Radico Khaitan flagship brands 8pm & special appointment whiskies are the finest in the
upper and regular segments. The brand 8pm also entered their name in limca book of
records in first year by making the sale of 1 millions case in its operation in the year.
The company is functioning with latest computerized techniques like local area network
and utilizing SAP as measures towards ERP, the best recourses available in the market.
It provides a healthy and congenial atmosphere to its employees and believes in active
participation from all its fellow members.
The management of thus company always believes in continual improvement in
processes / services, professional work environment, positive work culture and delights
their valuable & respected customer.
The chairman and managing director of the company is Dr. Lalit Khaitan and joint
managing director is Mr. Abhishek Khaitan. Distillery unit headed by Mr.
K.P.Singh (President Operation), Mr. S.Pande (Manager-HR) with team members.
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11. Management
Dr. LALIT KHAITAN
CHAIRMAN & MANAGING DIRECTOR
RADICO KHAITAN LTD.
A veteran of the Indian liquor industry (over 45 years), Dr. Khaitan oversees the entire
business of Radico Khaitan. He has been instrumental in improving quality standards and
seeking and achieving customer satisfaction, leading to substantial growth in sales and
revenues, and increased market shares. In the process, he has succeeded in transforming
Radico Khaitan from a small, behind-.
Dr. Khaitan has been widely recognized for his contribution to the liquor industry. He has
been associated the-scenes player to a Rs. 995 crore company, the most profitable in its
sector, and a sought-after partner by leading international liquor brands seeking to enter
the Indian market. His unique management style has helped maintain Radico as an open,
ethical and transparent organization with a number of developmental projects, has
represented India with several international delegations, and is involved in social &
educational activities across India. He is currently:
 Chairman, U.P. Committee of PHD Chamber of Commerce and Industry
 Member, Managing Committee, ASSOCHAM
 Member, Managing Committee, All India Distillers Association
 Member, Managing Committee, U.P. Distillers Association
 Trustee, Khaitan Public School, Noida
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12. Mr. ABHISHEK KHAITAN
MANAGING DIRECTOR OF RADICO KHAITAN
LTD
Mr. Abhishek Khaitan is a Bachelor of Engineering
(Industrial Production) from Bangalore, and has done a Managerial Finance &
Managerial accounting course at Harvard, USA.
He joined Radico Khaitan in 1997, and supervised the establishment of the
company's Marketing Division in the same year. The first brand to be launched by the
division, 8 PM Whisky, was a runaway success. In the first year alone, it sold one million
cases - a record for any Indian or foreign brand operating in India. This also made it the
first brand in the liquor industry to make it to the Limca Book of Records.
Under Abhishek Khaitan's leadership, Radico Khaitan's brand portfolio is wide and deep,
with brands that straddle almost every market segment, taste preference and price
category.
To recognize Mr. Abhishek Khaitan's contribution to Indian Industry, Economic
Development & Research Association bestowed the Bhartiya Udyog Ratan
Award on him. The World Economic Progress Society has honored him with the
National Industrial Excellence Award.
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13. THE INTERNATIONAL LINK
In a significant move aimed at catapulting the Indian liquor
industry to international standards, Radico Khaitan set up its international division -
Radico International - to distribute and market some of the world's best-known liquor
brands, including Wines from Ernest & Julio Gallo (makers of the world's largest-selling
wine, Carlo Rossi), Famous Grouse Whisky (from Highland Distillers).
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14. 14

15. BOARD OF DIRECTORS
DR. LALIT KHAITAN
CHAIRMAN & MANAGING DIRECTOR
RADICO KHAITAN LTD.
An eminent industrialist, Dr. Khaitan has been at the helm of affairs of the Company for
more than 25 years. He is on the Managing Committee of a number of associations,
including the PHD Chamber of Commerce & Industry, ASSOCHAM, All India Distillers
Association, U.P. Distillers Association and Confederation of Indian Industry.
During his illustrious career Dr. Khaitan has won several awards in recognition of his
services. These include:" 'Indira Gandhi National Unity Award', instituted by All India
National Unity Conference, presented by the Ex-President of India, Giani ZailSingh"
'Vijay Ratna Award', instituted by the International Friendship Society of India, presented
by the then Prime Minister of India, Shri Chandra Sekhar
" 'National Builder of Eminence in the Ninetees' award, instituted by the International
Business Council.
MR. ABHISHEK KHAITAN
MANAGING DIRECTOR, RADICO KHAITAN LTD.
Mr. Khaitan has a Bachelors Degree in Engineering in Industrial Production and
qualifications in Managerial Finance and Managerial Accounting an alumnus of Harvard
University, U.S.A. He is a young and talented industrialist, and has been responsible for
the exponential growth of the Company.
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16. MR. K.P. SINGH
WHOLE TIME DIRECTOR DESIGNATED AS DIRECTOR
PRODUCTION, RADICO KHAITAN LTD.
Mr. Singh, a qualified technocrat, has over 30 years of experience in the liquor industry
and has been associated with Radico Khaitan Ltd. for over a decade. He oversees the
operations of the Company, and heads its Distillery Unit at Rampur.
DIVISION OF THE COMPANY
Mr. RK Mehrotra (Executive President - Finance)
Mr. Mehrotra oversees the financial affairs of Radico Khaitan. He has been associated
with the company since 1991.
A Chartered Accountant by profession, Mr. Mehrotra has a vast and rich career spanning
more than 40 years. He is a member of the All India Management Association.
Mr. KP Singh (Director - Production)
Mr. Singh, whole time Director, oversees Radico Khaitan's operations, and heads its'
distillery unit at Rampur. He has been associated with the company for over a decade.
Mr. Singh is a qualified technocrat with over 30 years of experience in the liquor
industry.
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17. Mr. Raju Vaziraney (Chief Operating Officer – Domestic Business)
Mr. Vaziraney oversees Radico Khaitan's Civil Marketing and Defence
Marketing Brands Divisions; he also handles the country liquor brands
of the company.
Mr. Vaziraney has a Masters degree in Economics, and Diplomas in Sales &
Marketing in Corporate Law, and Business Management. He has about 15
years of experience in sales in the liquor industry.
Mr. KS Raju (President - Manufacturing)
Mr. Raju oversees the operations of all of Radico Khaitan's strategic tie-up bottling units
and Radico's own bottling units.
Mr. Raju has a Masters degree in Commerce from Andhra University, and a Diploma in
Management from All India Institute of Management. He has over 21 years of experience
in the liquor industry.
Mr. Sanjeev Banga (Executive - Vice President- Exports & IBD)
Mr. Lamba oversees export of Radico's brands to various markets and also heads the
International brands divisions where Radico has marketing & distribution tie-up with
some of the liquor majors of the world.
Mr. Lamba is a qualified Chartered Accountant and today has a vast experience of 15
years in varied sectors.
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18. DISTILLATION PLANT
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19. 19

20. 20

21. FINANCIAL RESULT
Rs.(in Million)
2008.9 2007-08
Sales (including sales from arrangements with 15752.45 15037.57
Other Distilleries/bottling units)
Gross Profit (Before Depreciation & Tax) 354.00 581.25
Profit before Tax 123.55 391.42
Profit after Tax 65.36 330.72
Prior period Adjustment ------ ------
Surplus brought forward from last year 236.30 205.52
Profit available for appropriation 301.55 537.24
Transfer to general reserve 5.00 200.00
Proposed Dividend & Tax there on 36.03 100.95
Balance carried forward 260.53 236.30
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22. SOME NEWS RELATED WITH RADICO
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23. 23

24. BRANDS
Radico made its foray into the International Market a few years
back and today Radico's brands are present in more than 30
countries. Radico has been consistently providing excellent
quality in terms of both product and packaging along with
outstanding service. Two of our brands 8 PM Whisky and Old
Admiral brandy featured in Drinks International Magazine as the
fastest growing brands in the world in the regional category. Three of our brands,
Contessa XXX Rum, 8 PM Bermuda White Rum and Old Admiral brandy have won
Silver Medal in prestigious Monde Selection for overall quality Our brands have already
attained the leadership position in many countries.
Radico Khaitan is now breaking into newer and sophisticated markets with liquor brands
developed to appeal to a wider palate.
.
BRANDS OF THE COMPANY
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25. 8 PM Royal whisky
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26. 8 PM Royal whisky, which extends the 8PM brand franchise to the prestige semi–
premium whisky segment, is made with international quality spirit and imported scotch
with matured malt spirits.
The mellow taste comes from years of being matured in wooden casks in meticulously
guarded environs.
Whytehall whisky
Whytehall whisky was rewarded with silver medal at the international wine and spirit
competition 2007 held at U.K. it is a distinguished blends of aged scotch malts and the
finest Indian spirits, skillfully blended to give a rich, warm, full bodied whisky with a
grace full after note that lingers.
Contessa Rum
26

27. Contessa rum was rewarded with bronze medal at the inter national wine & spirit
competition 2007 held at U.K. Another leading brand contests rum enjoys a 25% Market
shares in the defense segment and has won the prestigious gold medal at the monde
collection in Brussels for its overall quality. It is in the regular segment.
Old admiral brandy
The phenomenally successful old admiral brandy is our third million – case Brand. In
spite of India being a predominantly whisky- drinking country, old admiral brandy has
received an overwhelming response from trade channel and consumers a like, to record
exponential growth, year-on-year.
8 PM Bermuda White Rum
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28. Golden sands, calypso beats, cheerful people, that is the spirit of the Caribbean, reflected
In 8 PM Bermuda white rum first entry in the white spirit segment .its size available at
domestic is 750 ml, 375ml, and 180ml.and at the international is same.
8PM WHISKY
8PM WHISKY, Radico flagship brand, is a perfect balance of strength and smoothness; it
is one of the finest whiskies in the regular segment. The strong positioning of A TIME
FOR FRIEND has ensured a distinctive identity for the brand. Since its launch in 1999,
backed by fine product quality, superior packaging it has been a runaway success.
THE BRAND STORY
28

29. Radico Khaitan Ltd today has three millionaire brands in its portfolio. Radico's
flagship brand, 8 PM Whisky, launched in 1999, was a runaway success. In the
first year alone, it sold one million cases - a record for any Indian or foreign brand
operating in India. This also made it the first brand in the liquor industry to make it
to the Limca Book of Records.
Drinks International, the acclaimed international liquor magazine has rated 8 PM
whisky as the fastest growing whisky in the world in the regional category
(2004-05). The other millionaire brands are: Contessa Rum has won the
prestigious Monde Selection award for its overall quality for the past three
executive years.
It has a large market share in the defense market... Old Admiral Brandy has also
been rated by Drinks International as the fastest growing Brandy in the world in
the regional category (2004-05 and 2005-06) also it has won the Monde
Selection award for its overall quality in 2004-05.
Today, Radico Khaitan has brands that straddle almost every market segment -
whisky, rum, brandy, vodka & gin - and price category. Its fine blends, consistent
quality, distinctive packaging and superior value have resonated with customers
STRONG FINANCIALS
Radico Khaitan is not just a company of great brands; it is a company of great financials.
The equity shares of the company are quoted on the Mumbai and National Stock
Exchanges, and the company has more than 35,000 shareholders. It is the most profitable
company in the domestic liquor industry.
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30. 30

31. CORPORATE SOCIAL RESPONSIBILITY PROGRAMME
HUNAR
In accordance with Radico's mission to work towards the up-liftment of local artisans and
to promote the UP handicraft, Zardozi and Chikan work it had launched 'Radico-
Chikankari Aur Zardozi Pratiyogita' in association with the Indian Academy of Art &
Culture, U.P.
The competition was organized to bring out the creativity of the artisans and to look for
young talent in the field of Chikankari & Zardozi. The event was promoted through
mobile vans, pamphlet distribution in the areas where the artisans live. There were two
levels of judging eminent personalities from Lucknow judged the first level and in the
second level Mrs. Jaya Prada, Mrs. Kiran Khaitan, Mrs. Sucheta Merh & Mr. Swapan
both designers from Kolkata judged the first three winners.
The artisans were awarded with cash prizes.
The artisans have been empanelled by Radico Khaitan Ltd to form a group called
"HUNAR”. To get employment for the artisans is the cause towards which the group
Hunar is working.
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32. PART-2
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33. 33

34. OBJECTIVE
The objective of my project is basically seeing that HR dept how to select the suitable
candidates for the job. Also see that what are the polices and procedure that are being
adopted by a company formally. Find out that what are the basic problems are there in
the organization due to employee leave the jobs.
Also using the knowledge that I have collect from the training and use the experience that
I have got in training. So that I will able to choosen the efficient candidates at the right
time, at right place for a right job in the future.
Also give the suggestion to the organization regarding the findings that I found in tra
Scope of study
Study of recruitment and selection of RADICO KHAITAN Ltd. Which is confined inside
the company in RAMPUR only. The study of my topic provide me that how to select the
efficient candidates at the right time at right place and at right job so that we can get a
target that we have decided in begging. The area of recruitment and selection is not so big
but the study of recruitment and selection always be come in use whole life because the
processes that has been adopted by the are always go at one point that is choosing of right
person at right place at right time. The study was the process of recruitment prevailing in
the company and also the process of selection prevailing in the company.
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35. 35

36. RESEARCH METHODOLOGY
MEANING OF RESEARCH
Research in common parlance refers to a search for knowledge. It is a careful
investigation or inquiry specially, through search for new facts in any branch of
knowledge. In other words, research comprises defining and redefining problems,
formulating hypothesis or suggested solutions; collecting, organizing and evaluating data;
making deductions and reaching conclusions; and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
TYPES OF RESEARCH
The basic types of research are as follows:
i. DESCRIPTIVE VS. ANALYTICAL: descriptive research includes surveys and
fact-finding enquiries of different kinds. The major purpose of descriptive
research is description of the state of affairs, as it exists at present. Analytical
research, on the other hand, the researcher has to use facts or information already
available, and analyze these to make a critical evaluation of the material.
ii. APPLIED VS. FUNDAMENTAL: research can either be applied (or action)
research or fundamental (to basic or pure) research. Applied research aims at
finding a solution for an immediate problem facing a society or an
industrial/business organization, whereas fundamental research is mainly
concerned with generalizations and with the formulation of a theory.
iii. QUANTITATIVE VS. QUALITATIVE: quantitative research is based on the
measurement of quantity or amount. It is applicable to phenomena that can be
expressed in terms of quantity. Qualitative research, on the other hand, is
36

37. concerned with qualitative phenomenon, i.e., phenomena relating to or involving
quality or kind.
iv. CONCEPTUAL VS. EMPIRICAL: conceptual research is that related to some
abstract ideas or theory. Philosophers and thinkers to develop new concepts or
reinterpret existing ones generally use it. On the other hand, empirical research
relies on experience or observation alone, often without due regard for system and
theory. It is data based research, coming up with conclusions, which are capable
of being verified, by observation or experiments.
v. OTHER TYPE OF RESEARCH: all other type of research are variation of one
or more of the above stated approaches, based on either the purpose of research,
or the time required to accomplish research, on the environment in which research
is done, or on the basis of some other similar factor.
On the basis of time: one time research or longitudinal research; in the former case the
research is confined to single time period, whereas in the latter case the research is
carried on over several time periods.
On the basis of environment: research can be field setting research or laboratory
research or simulation research.
RESEARCH PROCESS
Research process consists of series of actions or steps necessary to effectively carry
out research and the desired sequencing of these steps.
• FORMULATING THE RESEARCH PROBLEM: There are two types of
research problems viz., those relate to states of nature and those, which relate to
relationships between variables. At the very outset the researcher must single out
the problem he wants to study, essentially two steps are involved in formulating
the research problem viz., understanding the problem thoroughly, and rephrasing
37

38. the same into meaningful terms from an analytical point of view. Here, the
problem is the effectiveness of the recruitment and selection process in the SDG.
• EXTENSIVE LITERATURE SURVEY: Once the problem is formulated, a
brief summary of it should be written down. For this purpose, the abstracting and
indexing journals and published or unpublished bibliographies are the first place
to go on. Academic journals, conference proceedings, government reports, books
etc. must be tapped depending on the problem.
• DEVELOPMENT OF WORKING HYPOTHESIS: After extensive literature
survey, researcher should state in clear the working hypotheses or hypotheses.
Working hypotheses is the tentative assumption made in order to draw out and test
its logical or empirical consequences. As such the manner in which research
hypotheses are developed is particularly important since they provide the focal
point for research.
NULL HYPOTHESIS
Positive statement is called as null hypothesis i.e. Ho
ALTERNATIVE HYPOTHESIS
Negative statement is called as alternative hypothesis i.e. Hi
Here,
NULL HYPOTHESIS
Procedure of recruitment and selection prevailing in SDG is effective.
ALTERNATIVE HYPOTHESIS
Procedure of recruitment and selection prevailing in SDG is not effective.
• PREPARING THE RESEARCH DESIGN: there are several research designs,
such as, experimental and non-experimental hypotheses testing. Experimental
38

39. designs can be either informal designs or formal designs out of which the
researcher must select one for his own project.
• DETERMINING SAMPLE DESIGN: the researcher must decide the way of
selecting a sample or what is popularly known as the sample design. In other
words, a sample design is a definite plan determined before any data are actually
collected for obtaining a sample from a given population. The important sample
designs are:
i. DELIBERATE SAMPLING: it is also known as purposive or non-
probability sampling. This sampling method involves purposive or
deliberate selection of particular units of the universe for constituting the
sample, which represents the universe. When population elements are
selected for inclusion in the sample based on the ease of access, it can be
called convenience sampling.
ii. SIMPLE RANDOM SAMPLING: this type of sampling is also known
as chance sampling or probability sampling where each and every item in
the population has an equal chance of inclusion in the sample and each one
of the possible samples, in case of the finite universe, has the same
probability of being selected.
iii. SYSTEMATIC SAMPLING: in some instances the most practical way
of sampling is to select every 15th name on a list, every 10th house on one
side of a street and so on. Sampling of this type is known as systematic
sampling. An element of randomness is usually introduced into this kind
of sampling. By using random numbers to pick up the unit with which to
start.
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40. iv. STRATIFIED SAMPLING: if the population from which a sample is to
be drawn does not constitute a homogeneous group, then stratified
technique is applied so as to obtain a representative sample.
v. QUOTA SAMPLING: in stratified sampling the cost of taking random
samples from individual strata is often so expensive that interviewers are
simply given quota to be filled from different strata, the actual selection of
items for sample being left to the interviewer’s judgement. This is called
quota sampling.
vi. CLUSTER SAMPLING AND AREA SAMPLING: cluster sampling
involves grouping the population and then selecting the groups or the
clusters rather than individual elements for inclusion in the sample. Area
sampling is quite close to cluster sampling and is often talked about when
the total geographical area of interest happens to be big one. Under area
sampling we first divide the total area into a number of smaller non-
overlapping areas, generally called geographical clusters, then a number of
these smaller areas are randomly selected, and all units in these small areas
are included in the sample.
vii. MULTI-STAGE SAMPLING: this is a further development of the idea
of cluster sampling. This technique is meant for big inquiries extending to
a considerably large geographical area like an entire country. Under multi-
stage sampling the first stage may be to select large primary sampling
units such as states, then districts, then towns and finally certain families
within towns. If the technique of random sampling is applied at all stages,
the sampling procedure is described as multi-stage random sampling.
viii. SEQUENTIAL SAMPLING: this is somewhat a complex sample design
where the ultimate size of the sample is not fixed in advance but is
determined according to mathematical decisions on the basis of
40

41. information yielded as survey progresses. This design is usually adopted
under acceptance sampling plan in the context of statistical quality control.
Here in my study of process of recruitment and selection convenience sampling is used as
a sample design as to have the ease of access, because the managers or the executives
have not much time so, who so ever is founded by me I take them into my sample for the
study.
• COLLECTING THE DATA: in dealing with any real life problem it is often
found that data at hand are inadequate and hence, it becomes necessary to collect
data that are appropriate. There are several ways of collecting the appropriate
data, which differ considerably in context of money costs, time and other
resources at the disposal of the researcher.
PRIMARY DATA: This data can be collected either through experiment or through
survey. If the experiment is conducted then there would be quantitative
measurements, in the case of a survey, any one or more of the following can collect
data;
1. By observation
2. Through personal interview
3. Through telephone interview
4. By mailing of questionnaires
5. Through schedules
SECONDARY DATA: This is the data collected through the literatures and the
journals that are already available and easily available to the researcher in the library
or on the websites these are the data, which has been used by other also for any kind
of their use.
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42. Here in my study of recruitment and selection process the primary data was collected by
the observation and through the interviews or discussions with the HR executives and the
managers and also through the questionnaire containing open ended questions. Secondary
data is collected by the literatures and the websites of the companies.
• EXECUTION OF THE PROJECT: execution of the project is a very important
step in the research process. If the execution of the project proceeds on correct
lines, the data to be collected would be adequate and dependable the project
should be executed in the systematic manner and in time.
• ANALYSIS OF DATA: after the data have been collected the researcher turns to
the task of analyzing them. The analysis of data requires a number of closely
related operations such as establishment of categories, the application of these
categories to raw data through coding, tabulation and then drawing statistical
inferences.
• HYPOTHESES TESTING: after analyzing the data as stated above, the
researcher is in a position to test the hypotheses, if any, he had formulated earlier.
Do the facts support the hypotheses or they happen to be contrary? This is the
usual question, which should be answered while testing hypotheses. Various tests,
such as chi square test, t-test, f-test, and have been developed by statisticians for
the purpose. In this there are two statements, which are tested, one is positive and
other is negative that is favorable and unfavorable.
• GENERALISATIONS AND INTERPRETATION: if the hypotheses is tested
and upheld several times, it may be possible for the researcher to arrive at
generalization, i.e., to build a theory. As a matter of fact, the real value lies in its
ability to arrive at certain generalizations.
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43. SAMPLE UNIT
Sample unit here are the persons in the human resource department. i.e. in the recruitment
and selection process.
LEVEL OF SIGNIFICANCE
5%
DEGREE OF FREEDOM
2%
Hence,
Data collected gives results that;
Ho is accepted and Hi is rejected i.e. procedure of recruitment and selection prevailing in
RADICO KHAITAN Ltd. RAMPUR.
TOOLS AND TECHNIQUES
Tools and techniques used in the RADICO KHAITAN Ltd were mainly personnel
interviews by the HR executive or managers and the persons involved in the recruitment
and selection process in the company.
One interview is there that is taken by the president of the company and for the final
interview manger forward to the head office in Delhi.
And getting filled some questionnaire by the executives. In order to know the exact
process and the details of the sources they use.
43

44. TOOLS AND TECHNIQUES USED
DATA COLLECTION
I
PRIMARY DATA
I
--------------------------------------------------------------
I I
PERSONAL INTERVIEW QUESTIONAIRE
SECONDARY DATA
I
---------------------------------------------------------------
I I
LITERATURES CO.WEBSITES
SAMPLING
I
CONVENIENT SAMPLING
44

45. 45

46. INTRODUCTION
This section examines current practices and decision-making in recruitment and selection.
They are critical elements of effective human resource management. We cannot discuss
how recruitment and selection take place without asking why certain techniques are used
in preference to others. Within the HRM paradigm, they are not simply mechanisms for
filling vacancies. Recruitment and redundancy can be viewed as key 'push' and 'pull'
levers for organizational change.
Recruitment and selection allow management to determine and gradually modify the
behavioral characteristics and competences of the workforce. The fashion for team
working, for example, has focused on people with a preference for working with others as
opposed to the individualist 'stars' preferred by recruiters in the 1980's. Attention has
switched from rigid lists of skills and abilities to broader-based competences. In general -
as we noted in the previous section - there is greater regard for personal flexibility and
adaptability - a reorientation from present to future stability.
46

47. RECRUITMENT
Recruitment is the process of attracting qualified applicants for a specific job. The process
begins when applications are brought in and ends when the same is finished,the result is a
pool of applicants, from where the appropriate candidate can be selected.Recruitment is the
process of attracting prospective employees and stimulating them for applying job in an
organization.
Recruitment is the process of hiring the right kinds of candidates on the right job.
Recruitment is process of creating a common platform between the employers and the
prospective employees, sothat both of them evaluate each other and take a decision which
is mutually beneficial.
Thus, recruitment enables the organisation to select
suitable employees for different jobs. it is the most important function of the personnel
department. It is concerned with the discovery of the sources of manpower and tapping
of these sources so that the potential employees are properly evaluated and the new
employees areplaced and inducted to fill up the vacant position in the organization.
Recruitment aims at developing and maintaining adequate supply of labour force
according to the need of the organization.
Recruitment is an oppurtunity to all qualified candidates that fulfills the requirements of
the company.
Recruitment refers to the process of finding possible candidates for a job or function,
undertaken by recruiters. It may be undertaken by an employment agency or a member of
staff at the business or organization looking for recruits. Advertising is commonly part of
the recruiting process, and can occur through several means: through newspapers, using
newspaper dedicated to job advertisement, through professional publication, using
advertisements placed in windows, through a job center, through campus interviews, etc.
47

48. It is the two way process; it satisfies the organization strategic requirement. It helps
candidates to assess the job, the organization and whether they meet the position
requirement.
PURPOSE AND IMPORTANCE OF RECRUITMENT
Recruiting people who are wrong for the organization can lead to increased labor
turnover, increased costs for the organization, and lowering of morale in the existing
workforce. Such people are likely to be discontented, unlikely to give of their best, and
end up leaving voluntarily or involuntarily when their unsuitability becomes evident.
They will not offer the flexibility and commitment that many organizations seek.
Managers and supervisors will have to spend extra time on further recruitment exercises,
when what is needed in the first place is a systematic process to assess the role to be
filled, and the type of skills and abilities needed to fill it.
Most recruitment systems will be simple, with stages that can be followed as a routine
whenever there is a vacancy to be filled, and which can be monitored and adapted in the
light of experience.
This describes the main features of such systems, and other related issues. Systems should
be:
• Efficient - cost effective in methods and sources
• Effective - producing enough suitable candidates without excess and ensuring the
identification of the best fitted for the job and the organization
• Fair - ensuring that right through the process decisions are made on merit
RECRUITMENT PROCESS
A vacancy presents an opportunity to consider restructuring, or to reassess the
requirements of the job. This assessment is valid whether it is to fill an existing job or a
new one. Ask questions such as:
48

49. • Has the function changed?
• Have work patterns, new technology or new products altered the job?
• Are there any changes anticipated which will require different, more flexible skills
from the jobholder?
Answers to these questions should help to clarify the actual requirements of the job and
how it fits into the rest of the organization or department. Exit interviews, or consultation
with the current job-holder and colleagues may well produce good ideas about useful
changes.
Writing a good job description or job specification helps in the process of analyzing the
needs of the job.
RECRUITMENT PROCESS INCLUDE
JOB DESCRIPTION/JOB SPECIFICATION
This should detail the purpose, tasks and responsibilities of the job. A good job
description should include:
• Main purpose of the job - try to describe this in one sentence
• Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining',
'calculating', instead of vaguer terms like 'dealing with', 'in charge of'
• Scope of the job - expanding on the main tasks and the importance of the job. Job
importance can be indicated by giving information such as the number of people
to be supervised, the degree of precision required and the value of any materials
and equipment used.
A good job description is useful for all jobs. It can help with induction and training. It
provides the basis for drawing up a person specification - a profile of the skills and
aptitudes considered essential and desirable in the job-holder. It enables prospective
49

50. applicants to assess themselves for the job and provides a benchmark for judging
achievements.
PERSON SPECIFICATION
Drawing up the person specification allows the organization to profile the ideal person to
fill the job. It is very important that the skills, aptitudes and knowledge included in the
specification are related precisely to the needs of the job; if they are inflated beyond those
necessary for effective job performance, the risk is that someone will be employed on the
basis of false hopes and aspirations, and both the employer and employee will end up
disappointed in each other.
Another good reason not to set unnecessary requirements is to avoid any possibility of
discrimination against particular groups of potential applicants. The very process of
writing a job and person specification should help the employer to develop and
implement a policy of equal opportunity in the recruitment and selection of employees.
Factors to consider when drawing up the specification include:
• Skills, knowledge, aptitudes directly related to the job
• The type of experience necessary
• The competencies necessary
• Education and training but only so far as is necessary for satisfactory job
performance, unless the person is being recruited on the basis of future potential
(e.g. graduate trainees), when a higher level of education may be specified
• Any criteria relating to personal qualities or circumstances which must be
essential and directly related to the job, and must be applied equally to all groups
respective of age, sex, race, nationality, creed, disability, membership or non-
membership of a trade union. To do otherwise is potentially discriminatory.
50

51. The person specification helps the selection and subsequent interview to operate in a
systematic way, as bias-free as possible. The use of competency-based approaches can
help by focusing on the 'match' between candidate and role, but they are best used where
they are an integral part of the continuing assessment and development of staff.
PAY
After setting the job and the person specifications, consideration should be given to pay
rates. Factors such as scales, grades and negotiated agreements, as well as market rates
and skills shortages, may affect the wage or salary, and organizations should be aware of
the requirements of equal pay and discrimination legislation. Unless there is a formal
system for increments or length of service, paying the new employee a different rate from
that paid to the preceding post holder may contravene the relevant legislation. Employers
must also comply with the provisions of the National Minimum Wage Act 1998. The
Agricultural Wages Board sets the minimum rates for workers in agriculture.
ATTRACTING APPLICANTS
The search for suitable candidates now begins. The process of marketing needs to be
undertaken carefully so as to ensure the best response at the least cost. The object is to get
a good selection of good quality candidates. Possible methods to consider are:
TYPES OF RECRUITMENT
• INTERNAL RECRUITMENT - this method can have the advantage of building
on existing staff's skills and training, and provides opportunities for development
and promotion. It is a good way to retain valuable employees whose skills can be
further enhanced. Other advantages include the opportunity for staff to extend
their competencies and skills to the benefit of both the organization and the
individual, and the enhancement of individual motivation.
• EXTENAL RECRUITMENT - every organization has to tap external sources
for various positions because all the vacmncies can not be filled through internal
51

52. recruitment. the present employee may be insufficient or they may not fulfill the
specifications of the jobs to be filled. The various external sources of recruitment
are _
• COMMERCIAL RECRUITMENT AGENCIES - often specialize in particular
types of work, e.g. secretarial, office work, industrial, computing, and may
already have potential applicants registered with them
• EXECUTIVE SEARCH ORGANIZATIONS - usually working in the higher
management/specialist fields, will seek out suitable candidates working in other
companies by direct approach, or via specialist advertising
• NATIONAL NEWSPAPERS - advertising in the national press is expensive, but
likely to produce a good response for particular, specialist vacancies. Remember
too there are national ethnic group newspapers which will reach a wide audience
• Specialist and professional journals - less expensive than the national press, these
journals can guarantee to reach the precise group of potential applicants for
specialist and professional vacancies
• INTERNET - is beginning to emerge as a recruitment medium. It is mainly used
for graduate-level and technical jobs because it tends to target a self-selected
group who are computer literate and have access to the web at their place of study
or work. Its use is likely to grow
• LOCAL NEWSPAPERS, RADIO - for less specialized jobs, or to target groups
in a particular local area, advertisements in the local media may produce a good
response
• Local schools, colleges and the Careers Service - maintaining contact with
schools, colleges and careers advisers will ensure that the organization’s needs for
school/college leavers with particular skills and abilities are known. It can be
particularly useful to offer students the opportunity to spend some time at the
company, on work experience, or 'shadowing'
52

53. • WORD OF MOUTH - introduction via existing employees or through an
employers' network. Whilst this may be economical, it is likely to lead to a much
smaller pool of suitable applicants and does not normally satisfy equal
opportunities requirements because any imbalance in the workforce may be
perpetuated. The Commission for Racial Equality and the Equal Opportunities
Commission both warn against such practices where the workforce is
predominantly one sex or racial group.
THE NEXT STEP IS TO CONSIDER
The design and content of any advertisement used
• How applicants are to respond - by application form, fax, telephone, in person at
the organization or agency, by letter, by email on the Internet, by tape or Braille.
• Who is to be responsible for sifting the applications? What is the selection process
going to be?
• If interviews are to be held, when will they be and will everyone who needs to be
involved be available?
• Are selection tests to be used? Is there the expertise to administer them and ensure
they are non-discriminatory and appropriate?
• Are references/medicals to be requested?
• Are arrangements in hand to give prompt acknowledgement of applications
received?
53

54. THE ADVERTISEMENT
Any advertisement needs to be designed and presented effectively to ensure the right
candidates are attracted. Look through national, local or professional papers and see what
advertisements catch the eye. The newspaper office will often advise on suitable formats.
Advertisements must be tailored to the level of the target audience, and should always be
clear and easily understood. They must be non-discriminatory, and should avoid any
gender or culturally specific language. To support this, the organization should include in
the advert its statement of commitment to equal opportunities, which will underline the
organization as one that will welcome applications from all sections of the community.
Consider the following factors in the advertisement:
• If the organization is well known, does it have a logo that could feature
prominently in the advertisement? Make the advertisement consistent with the
company image
• Should the job title be the most prominent feature?
• Keep the text short and simple while giving the main aspects of the job, pay,
career prospects, location, contract length
• Can specific details - such as pay, qualifications and experience required - be
given in a way, which will reduce the number of unsuitable applications?
• Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate
qualifications’, which may discourage valid applications?
• Can you provide job details on tape or in Braille and accept applications in a
similar format?
54

55. • Is the form of reply and the closing date for applications clear? Is there a contact
name and phone number for further information and enquiries?
All advertisements should carry the same information, whether for internal or external
use.
APPLICATION FORMS
Application forms can help the recruitment process by providing necessary and relevant
information about the applicant and their skills. The design of the form needs to be
realistic and straightforward, appropriate to the level of the job. Using application forms
has the following advantages:
• Comparing like with like is easier. CVs can be time-consuming and may not
provide the information required.
• They provide the basis for an initial sift, and then for the interview.
• The standard of completion can be a guide to the candidate's suitability, if writing
and presentation skills are essential to the job; however, is aware of the possibility
of disability discrimination.
• They provide a record of qualifications, abilities and experience as stated by the
applicant.
Care also needs to be taken over some less positive aspects of application forms:
• There is a temptation to use application forms to try to extract too much
information, e.g. motives, values and personality characteristics. The form should
concentrate on the experience, knowledge and competencies needed for the job.
• Some people may dislike filling in forms and so be put off applying for the job.
Some very experienced people may find the form inadequate, whilst those with
55

56. little in the way of qualifications or experience may be intimidated by large empty
spaces on the form
• Application forms add another stage, and therefore more time, to the recruitment
process. Some candidates may be lost if they can obtain work elsewhere more
quickly.
SELECTION
Selection is the process of choosing the best out of the available candidates. It adopts the
process through which more candidates are rejected and fewer candidates selected
therefore it is also called negative process.
In other words, it is the process of picking individuals with requisites qualifications and
competence to fill jobs in the organization.
DEFNITION OF SELECTION
It is the process of differentiating between applicants in order to identify those with a
greater likelihood of success in a job.
The techniques used are highly specialized. And the outcome of selection process is in the
form of finalizing candidates who will be offered job.
Interviewing can be carried out by individual (ex superior or departmental managers), by
panels of interviews or in the form of sequential interviews by different experts and can
vary from a five minute chat to a process of several days, ultimately personal skills in
judgment are probably the most important, but techniques to aid judgment include
selection testing for:
56

57. • Aptitudes (particularly for school leavers)
• Attainments
• General intelligence.
(All of these need skilled testing and assessment) In more senior posts other
techniques are;
• Leaderless groups
• Command exercises
• Group problem solving
SELECTING THE BEST CANDIDATE
Whatever form the applications take, there may be a need to sift them before moving on
to the interview stage. Such a sift serves to match the applicants as closely as possible to
the job and person specification and to produce a shortlist of people to interview. To
avoid any possibility of bias, two or more people should undertake such sifting, and it
should involve the direct line manager/supervisor as well as personnel. The sifting stage
can also help the organization by providing feedback on the advertising process and the
suitability of the application form. It can also identify people who might be useful
elsewhere in the organization. If references or medicals are to be taken up before the
invitation to interview stage, it should be made clear on the application form/information
pack sent to the applicant. See References and checking for further information.
Some jobs require medicals to be given at the commencement of employment, and
employers may seek preliminary information on a separate medical questionnaire at the
time of recruitment.
The candidates who best match the specifications may then be invited for interview. The
invitation letter should tell candidates that they should advise the organization in advance
if any particular arrangements need to be made to accommodate them on arrival or during
the interview; for instance, ramp access or lighting levels. The invitation letter should also
57

58. clearly state whether the organization would pay the candidate's reasonable travel
expenses for the interview.
WHO MAKES THE DECISION?
In some companies there will be a personnel or human resource specialist who will
undertake most of the sifting and short listing. It is very important that the line
manager/supervisor for the job also be involved, both at the job and person specification
stage and at the interview stage. The final selection will thus normally be a joint decision,
except in those very small companies where only a line manager/supervisor is available to
do the recruitment of staff.
Gaining the commitment of the immediate manager/supervisor by involving them in the
selection process can be vital to ensuring that the new employee is settled successfully
into the organization. It may be useful both for the candidates to see the environment in
which they would be working, and, if they are to be part of a team, for the current team
members to meet the candidate.
SELECTION TECHNIQUES
There is a variety of methods available to help in the selection process - including
interviews, tests (practical or psychometric), assessment centers, role plays and team
exercises, to name a few. Usually a range of methods will be used by the organization
depending on the type of job to be filled, the skills of the recruiter and the budget for
recruitment.
GETTING STARTED
The following information is intended to give applicants information about the selection
process. Suggestions for completing the employment application, getting ready for the
written test(s), attending an appraisal interview, and other general procedures are
included.
58

59. GENERAL INFORMATION
The first step is the completion of the employment application a résumé
employment/salary history may be substituted for selected positions. The job
announcement will clearly state if a résumé will be an acceptable substitute. In either
case, this is your initial opportunity to provide information on your qualifications as they
relate to the position for which you are applying. Completed applications are initially
screened to determine whether an applicant meets the minimum qualifications for the
position as outlined in the Job Announcement. Applications of those applicants
determined as meeting the minimum qualifications are then reviewed by a Human
Resources Analyst and a subject matter expert to determine who is to be invited to
continue in the examination process. A limited number of candidates whose applications
clearly show that among those competing they are better qualified in terms of relevant
training and experience will be invited to continue in the examination process as
outlined in the Job Announcement under "Application Process."
THE APPLICATION
The employment application is your first chance to present your qualifications to the City.
As such, it is extremely critical to your continued participation in the examination
process. Before you begin, please review thoroughly what the Job Announcement
specifies as the requirements to qualify for the position. You must meet these criteria to
be considered for the position; please ensure you do, or you will be wasting your effort in
completing the application. Most entries on the form are self-explanatory, but a few
pointers on filling it out may help:
 Be accurate and honest. Falsification can lead to disqualification or dismissal.
 Be thorough when discussing experience. Convey experiences most directly
related to the particular position, including volunteer work.
 Resumes may be attached, but will not substitute for application entries (unless
specified in the Job Announcement). The application form provides a standard
59

60. format necessary for consistent review of applications. "See resume" may result in
disqualification.
 Applications must be received no later than the Final Filing Date specified on the
Job Announcement. Postmarks are normally not accepted, so allow for mail
delivery time.
 If you need more space to discuss your qualifications, you can attach additional
sheets, provided they are similar in format to the original application form.
WRITTEN EXAMS
Written exams are usually obtained from one of several test construction firms available
to us. These tests are designed to determine your level of technical and/or analytical
abilities associated with the particular position for which you have applied. Questions are
usually multiple choices, using scanned answer sheets for computerized scoring. Some
tips on filling out these sheets: a) make sure you are marking your answer in the row that
corresponds to the test booklet question, b) if you change an answer, completely erase it
so the scanner doesn't pick it up as a response, c) use only the pencils provided and make
dark marks, and d) do not bend or fold your answer sheet.
You can approach such tests in many ways, and if you are comfortable with your
methods, then by all means continue to follow them. If you haven't had much testing
experience, here are some ideas on how to tackle a test.
PERFORMANCE EXAMS
Performance exams test your ability to accomplish specific job-related tasks by providing
the opportunity to actually perform them. These tests are scheduled through the Human
Resources Department office, with notification to you in writing of the date, time,
location and duration of the test. You will be given instructions on the tasks to be
completed and then asked to complete them. Individuals with considerable relevant
experience will conduct the evaluations. Safety, quality of work, adaptability,
performance under stress, etc. are evaluated.
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61. SPECIALIZED TESTING
Some positions will require specialized testing, such as agility, shorthand, writing, etc.
These tests are scheduled just as other tests are and you would be notified in writing of
results.
PRACTICAL TESTS
If the job involves practical skills, it may be appropriate to test for ability before or at the
time of interview. This is generally acceptable for manual and word processing skills, but
less useful for clerical and administrative posts. Telephone skills are increasingly in
demand, and candidates for telesales/call centre work will almost invariably be asked to
undertake a practical test. Any tests must, however, be free of bias and related to the
necessary requirements of the job. Consideration in giving any tests must include the
objectives of such a test, the efficiency of the method selected, the numbers of candidates
(and vacancies), the costs and benefits of such a method.
PSYCHOMETRIC AND PSYCHOLOGICAL TESTS, INCLUDING BIODATA
There are numerous tests commercially available, which can assist in measuring aspects
of personality and intelligence such as reasoning, problem solving, decision making,
interpersonal skills and confidence. Although many large organizations have used them
for a number of years, they are not widely used, and some tests are considered
controversial - for instance, those that assess personality. Any organization considering
the use of psychometric or psychological tests should refer to the guides available, and
make sure they have the need, skills and resources necessary.
Tests should never be used in isolation, or as the sole selection technique. Where a
decision is made solely on the automatic processing of personal data, an applicant may
require that the organization reconsiders any rejection or make a new decision on another
basis.
61

62. Biodata (short for biographical data), is a questionnaire format with multiple choice
answers. The questions are of a biographical nature and answers are scored according to
the scoring key developed by the employer. In general only really large employers, who
have a large throughput of applicants, successfully use Biodata. Use of Biodata, like other
tests, needs careful control to avoid any possibility of discrimination or invasion of
privacy.
Think carefully before using any test - is it actually necessary for the requirements of the
job? Is the test relevant to the person/job specification? What is the company policy about
using tests, storing results and giving feedback to the candidate? Marking criteria must be
objective, and the record sheets should be retained in accordance with the Data Protection
legislation.
OTHER SELECTION METHODS
WORK SAMPLES
Interviews suffer from a basic problem when asked what they would do in a particular
situation candidates give the answer, which they feel the interviewer wants to hear.
The work sample technique attempts to overcome this problem by asking candidates to
take on mini-jobs in a selection situation. Properly designed work samples capture key
elements of a real job. Work samples have shown some of the highest validity scores
compared to other selection methods. Even the smallest companies could employ the
simpler forms, such as the following:
* A typing test for keyboard skills
* role-playing
* group decisions
* presentations
* reports
62

63. The most sophisticated of work-sample procedures include 'in-basket tests', sometimes
called 'in-tray exercises'. Candidates are given a typical in-tray containing a selection of
material such as letters to be answered, reports to be analyzed, items to be prioritized, etc.
They are given instructions on what to do and a time limit. Standard scoring methods are
available.
ASSESSMENT CENTRES
Assessment centers are procedures and not necessarily places. They function on the
principle that no individual method of selection is particularly good and no individual
assessor is infallible. They use multiple methods and several assessors in structured
programmes which attempt to minimize the inadequacies of each method and cancel out
the prejudices of individual selectors. Inevitably, assessment centers are a very expensive
method of selection. They are focused on potential.
INTERVIEWS
Most jobs are filled through interviews. The interview has two main purposes - to find out
if the candidate is suitable for the job, and to give the candidate information about the job
and the organization. Every candidate should be offered the same opportunities to give
the best presentation of them, to demonstrate their suitability and to ask questions of the
interviewer.
A structured interview designed to discover all relevant information and assess the
competencies of the applicant is an efficient method of focusing on the match between
job and candidate. It also means that there is a consistent form to the interviews,
particularly important if there are a number of candidates to be seen.
Unstructured interviews are very poor for recruiting the right person. The structured
interview is most likely to be effective in obtaining specific information against a set of
clearly defined criteria. However, not every manager is skilled at interviewing, and may
not be able to judge efficiently the applicant's skills and competencies. Ideally all
63

64. interviewers should receive training, including the equal opportunities aspects of
recruitment and the relevant legislation.
Interviews need not be formal. The length and style of the interview will relate to the job
and the organization. Some vacancies may call for a formal interview panel, some for a
less formal, one-to-one interview. The interviewer(s) should consider the job and the
candidates when deciding on the nature of the interview.
All interviews, whether formal or informal, need careful preparation if they are to be
successful. Each candidate should leave with a sense of being treated well and fairly and
having had the opportunity to give of their best.
PREPARING THE INTERVIEW
The interviewer should prepare by:
• Reading the application form, job and person specifications to identify areas
which need further exploration or clarification
• Planning the questions. In some interviews it is appropriate to ask only one or two
questions to encourage the candidate to talk at length on certain subjects. In others
it may be better to ask a series of short questions on several different areas. If
there is more than one interviewer, different people can cover different topics, e.g.
job knowledge, training, and qualifications. Do not ask for personal information
or views irrelevant to the job. Do not ask potentially discriminatory questions such
as 'Are you planning to have children in the next few years?'
• Being ready for the candidates' questions, and trying to anticipate what additional
information they may seek.
64

65. CONDUCTING THE INTERVIEW
Conduct the interview in an environment that will allow candidates to give of their best.
Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s),
and show them cloakroom facilities, etc.
If possible, let the candidate have a brief tour of the place of work. This is particularly
useful in the case of people new to the job market (school-leavers, returning men and
women), who may have little or no experience of what to expect in a workplace. It may
also prove valuable in offering an additional opportunity to assess the candidate's
interaction with possible colleagues.
Consider whether any adjustments need to be made to accommodate an interviewee who
has indicated a disability on the application form - it is easy to overlook simple
adjustments that may be reasonable to make:
• Candidates with hearing impairment may not only need to be able to clearly see
the interviewer as they are talking, but may need communication support if they
are not to be placed at a disadvantage
• Is there an alternative to steps for access to the building? Can the interview take
place elsewhere, where access might be easier for someone with a physical
disability?
It is common that both interviewer and candidate are nervous. Thorough preparation will
help both of you. Be careful not to fill silences by talking too much - the aim of the
interview is to draw information from the candidate to decide if they would suit the job.
The candidate should do most of the talking.
Nevertheless, the interviewer will want to encourage candidates to relax and give of their
best in what is, after all, a somewhat unnatural setting. It is important to keep the
conversation flowing, and the introductions and initial 'scene-setting' can help all parties
settle to the interview.
65

66. The following pointers may be helpful in conducting the interview:
• Introduce yourself (and other interviewers if present); this also gives the candidate
time to settle down.
• Give some background information about the organization and the job - this helps
everyone to focus on the objective.
• Structure the questions to cover all the relevant areas, and don't ask too many
'closed' questions. Open-ended questions (ie ones that can't be answered just by a
yes or no answer) will encourage the candidate to speak freely - they often begin
'what', 'why', 'when' or 'how'.
• Avoid leading questions.
• Listen, and make brief notes as necessary on salient points.
• Have a time frame and keep to it, allowing sufficient time for candidates to ask
any questions they might have.
• Make sure the candidate is familiar with the terms and conditions of the job, and
they are acceptable. If not, and the candidate is the best one for the job, then some
negotiation may be necessary - be careful to avoid inadvertent discrimination.
• Tell the candidate what will happen next and when to expect to hear from the
organization.
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67. TYPES OF INTERVIEW
THE PANEL INTERVIEW
When used, the results of this component of the exam process will be used to determine if
you should be included on the List of Eligible Candidates forwarded to the hiring
authority for consideration for a departmental Selection Interview.
This portion of the examination is normally weighted 100% (or as indicated on the Job
Announcement). Typically, your previous test results are used only to qualify you for
participation in the Panel Interview.
The Panel is comprised of qualified individuals, which may or may not be employees of
the City. Normally, the panel will consist of three evaluators. These individuals will
evaluate your responses to a variety of job-related questions over the scheduled time
period. Candidates receiving an average score of 70% or higher are placed on the List of
Eligible Candidates. The List of Eligible Candidates is categorized into three blocks
determined by the candidates averaged score: "A" block: Superior Candidate; "B" block:
Well Qualified; "C" block: Qualified. Please keep in mind that being on the List of
Eligible Candidates does not mean you will be selected for a position; it indicates that you
are technically qualified.
The following are some tips for the Panel Interview:
 Questions are job and experience related. Prepare for your responses along those
lines.
 Concentrate and keep your answers to the point as a limited amount of time is
scheduled for each interview.
 Be aware of the information given on your application. The board may ask
questions about it.
 Make sure you arrive for your interview about ten minutes early to give yourself a
chance to relax. Allow plenty of time for travel, etc.
 Board members may take notes to help them remember you; don't be distracted.
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68. Informal Interviews
Many employers invite applicants for informal interviews prior to the main
selection procedure. These interviews are useful for information exchange,
particularly in the case of professionals. They provide an opportunity to discuss
the full nature of the job, the working environment, prospects for further
development and promotion.
There seems to be some ambiguity as to whether informal interviews should be used as
part of the pre-selection process by the employer rather than self-selection by the
candidate. The crux of the issue depends on what interviewees have been told. If they
have been led to believe that it is a truly informal information session they will not
consider the process to be fair if they are subsequently told that they have not been short
listed as a result.
FORMAL INTERVIEWS
Despite the existence of alternative methods of selection most employers regard
the formal selection interview as the most important source of evidence in making
the final decision. A selection interview can be neatly defined as a conversation
with a purpose, but not infrequently the purpose is obscure to the point of
invisibility. More often than not, pointless chat would be nearer the mark. The
interview has attracted severe criticism for a very long time - being attacked on
the grounds of its subjective nature, questionable validity and unreliability.
THE SELECTION INTERVIEW
Once the List of Eligible Candidates is established it is sent to the Department(s) that is
hiring to fill a current vacancy. The Department Head is responsible for setting up
Selection Interviews. He/she may interview anyone on the list, since all persons referred
to the department are qualified. The Department Head will be looking for the candidate
with the best qualifications for their particular position.
The candidate selected to fill the vacancy will undergo a medical examination, drug
screen, background investigation, and a probationary period (see job announcement)
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69. before attaining permanent employment status. Additionally, in accordance with Federal
Law, the candidate is required to provide proof of identity and proof they may legally
work in the United States. All employees are also required to sign an oath of affirmation
of allegiance as required by State Law.
REFERENCES AND CHECKING
State on the application form when any references will be sought, and do not approach a
current employer unless the candidate has given express permission. If references are
sought, they will be most effective if you include a job description with the request, with
structured, relevant questions that will enable you to gain accurate further information
about the candidate's abilities. Do not ask for personal information or for conjecture about
the applicant. Remember too that completing a reference takes time and proper
consideration; so only seek such references if you believe they are necessary and
appropriate. A simple form confirming dates of employment, capacity and particular
skills may be satisfactory.
The holding of particular qualifications, training or licenses may be important to the job,
and it is reasonable to ask candidates for proof. If checks on such qualifications are to be
made, it is good employment practice to make sure the applicant knows, and that copies
of any relevant documents will be held on their personnel file.
The timing of reference and qualification checks is variable. It is often the case that
references are taken up at shortlist or offer stage, and the candidate may be asked to bring
documentary evidence of qualifications to the interview. Job offers are sometimes made
'subject to satisfactory references being received', but this is not advisable. The referee
may simply fail to provide any kind of reference. There is no legal requirement to do so.
Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is
withdrawn on those grounds, the organization could face legal action by the applicant.
The organization needs a policy of what to do in circumstances such as the non-supply of
a reference - an initial 'probationary' period might be an acceptable way of proceeding.
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70. APPROVAL BY APPROPRIATE AUTHORITY
When selection interview is passed, references are checked, physical examination is done,
and then on the basis of this the appropriate authority gives the acceptance for the
selection.
FINAL SELECTION
In this, the offer letter is given to the candidate selected and there side demands
acceptance in specific period.
THE OFFER
Once the successful candidate is identified, and any necessary references and checks
completed, send out an offer letter. This is preferable to telephoning the candidate, as a
letter enables the specifics of the job to be re-stated, with the terms and conditions, any
pre-conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a
satisfactory probation period).
Remember that the employment contract is a legal one, and exists even before the
candidate has commenced employment. The offer letter should set out the following
points:
• The job title and the offer of that job
• Any conditions (pre or post) that apply to the offer
• The terms of the offer - salary, hours, benefits, pension arrangements, holiday
entitlement, place of employment, etc
• The date of starting, and any probationary period
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71. • What action the candidate needs to take, e.g. returning a signed acceptance of the
offer, agreement to references, any date constraints on acceptance
• If the letter is to form part of the contract of employment, it should say so.
Alternatively it could form the main terms and conditions of employment - a
written statement required by law to be issued to employees within two months of
them starting work.
EVALUATION
The broad test of the effectiveness of the selection process is the quality of the
personnel hired. An organization must have competent and committed personnel.
The selection process, if properly done, will ensure availability of such
employees. People who work independent of the HR department conduct periodic
audit.
SWOT ANALYSIS
STRENGTHS WEAKNESSES
OPPORTUNITIES THREATS
STRENGTHS
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72. 1. Good a nd Effective distribution channel.
2. Good family of brands.
3. First environment friendly Distillery in India.
4. Constant innovations in products.
5. Good Human Resource Management.
WEAKNESSES
1. Too much dependence on customer loyalty.
2. Less product/brand awareness activities.
3. Focused on fewer Brands.
OPPORTUNITIES
1. Since Organisation is focused on few products there is opportunity to explore
the market with new products.
2. Links are limited to asia so there are immense opportunities available world
wide.
3. There is opportunities to expand the Bussiness with products of different
nature.
THREATS
1. Ever growing competition in local and international market.
2. Competitors expanding their Bussiness rapidly.
3. Lacks customer orientation.
FINDINGS
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73. After doing the research based on the information given by the managers, executives and
consultants and the secondary data collected and the projections prepared on the
recruitment process and selection process of SDG. I can say that,
• They have few consultants and the good choice of recruitment process in the
current scenario.
• They basically select the employee through consultant for this consultant charges
much money as their service.
• They mostly use job sites, employee reference, consultants, rehiring as the
external source and promotions as the internal source.
• Recruitment and selection cycle time is generally 2 or 3 days.
• They always try to give low salary to the employee so that employees are not
interested to join the organization.
• For higher post selection they basically look through the consultant.
• For junior level they also look through the consultant, which charge a high
amount for their service.
• How the employee has been selected by the various department and how they
know that person is suitable for job or not.
• What are the various methods of selection that is being adopt by the company.
GRAPHICAL PRESENTATION
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74. Q.1 Is recruitment positive and negative process?
No
27%
Yes
No
Yes
73%
INTERPRETATION
I found in a survey that many of the individuals in the favored that the recruitment is the
positive process. In favor of this statement 73%. And rest of it in the statement are in
oppose.
Q.2 Is selection is the positive and negative process?
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75. No
33%
Yes
No
Yes
67%
INTERPRETATION
I found in a survey that 67% individuals given the favor that selection process and rest
33% people are not in the favor of this. Because they think that only sources people are
being select in the selection.
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76. Q.3 The selection of employee during the training.
THE RATIO OF EMPLOYEE SLECTION
50
40
no. of 30
individual
selected 20
10
0
Senior Middle Junior
Series1 15 25 42
Series2 5 12 27
level
INTERPRETATION
In training I found that the ratio of selection of employee was not more. In senior level
there was only 5 selections from the 15 and 12 in middle level out of 25 and 27 at junior
level out of 42 employees,
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77. Q.4 External source of recruitment that has been found by me in the training
Emlpoyee selection by various type
40
30
No of
employee 20
selected
10
0
Consult Campu Through Through
ant s net Referen
Series1
Series2 40 35 15 20
Series3 10 15 5 7
Different Places where CV collect
INTERPRETATION
In the training I found that how they collect the CV from the various sources so that they
can get the best and qualifying employee for their organization. The ratio, which was
there to select the employee, was more in campus interview because it is the time saving
system to select the employee.
Q.5 How many employees are interested in to do job there?
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78. Intrest of employee
No
27%
Yes
No
Yes
73%
INTERPRETATION
I found that only 73% employees are interested to do job there and 27% are not
interested to do job there because the experience of that place never count like Delhi and
other big cities.
Q.6 The ratio of employees, those were called for final interview.
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79. No of emplyee called for final selection
Senior
Junior 27%
40% Senior
Middle
Junior
Middle
33%
INTERPRETATION
Out of hundred the employee was called for the interview that are 27% senior,
33%middle and rest 40% are being called. Here found after the written test that only
hundred employees are able to go in final interview.
Q.7 What was the performance of the employees in final interview?
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80. FINAL SELETION OF EMPLOYEE
45
NO EOMPLOYEE SELECTED
40
35
30
25 Series1
20 Series2
15
10
5
0
Senior Middle Junior
DIFFERENT LEVEL
INTERPRETATION
After the interview there are only few employee are being selected for the final interview
and the ratio of employee selection was ti much less because the candidates was not
found according the job.
Q.8 The employee, which was selected for the job
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81. Finally selected employee
10%
18%
12%
INTERPRETATION
It was found that only few employees were selected in the final interview. It may be the
reason of lack knowledge of the job or may be that are able to do that particular job.
The pie chart show that how many candidates are being selected during the final
interview in the organization.
CONCLUSION
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82. RADICO KHAITAN is the company, which has the good choice of process of the
recruitment and selection. It always tries to select the efficient employee as per the job
requirement As my research was in the company it shows that it has the flexible
environment where all the employees are free to do work as they like, the motto is to
complete the work holding good quality.
Cycle time in the recruiting and selection is very less.
They have to work on the tracking of employees, as it waste the time of the person
involve in selection, when they came to know by seeing their face that it is the one ho was
interviewed previously.
Overall they are the good leaders of recruiting and selecting the candidates, and making
their full utilization.
Now they are also forwarding to make use of the smart hiring by which the best
candidates of required skill can be located.
Various aspects of recruitment and selection were studied. For conducting this study an
interview schedule was prepared and was got filled by individual members i.e. the
workers of the industry. Separate interview schedule were prepared in order to note down
individual information and then analyze it.
The whole report represent that how what are the various techniques that helps to find out
that how we select the best candidates at right time for right job at right place so that we
will able to make the work in efficient way
RECOMMENDATIONS
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83.  The company should that for the senior level selection they always be go for the
internal recruitment because it Is the cheaper and time saving source of selection
of employee.
 For the lower level the company should that he go for the campus interview
because by this they able to get the employee as per the requirement and the cost
of selection will be less.
 The company should also increase in the salary at the time because some it may
be the cause of leaving the job.
 Company basically takes two or three for finally selection so the company should
that he reduce the time of selection so that the employee can join the organization
as soon as possible.
 Company should that he select the employee s per the requirement and also have
the CV so that as per requirement he may call the candidates.
 Company should that he make a proper record of the employee who have join the
organization and who had leave the organization so that they will able to find
what are ratio of leaving and joining the organization of the employees.
 When the employee leave the organization, company should that he fill the exit
interview form and keep it in the record so that organization will able to know that
what are the basic reason behind leaving the organization.
 There should be some particular date on which the test and interview would be
conducted i.e. all the candidates who are recruited in the whole week should be
lined up for test and interview on some specified date of the week.
LIMITATIONS
 Lack of participation in decision making process.
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84.  Product restricted in society.
 Inefficient management.
 Unsuccessful when it comes to exploring new market opportunities.
 Access to data is restricted.
 Its very hard to climb organizational hierarchy.
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85. RECRUITMENT AND SELECTION IN RADICO KHAITAN
The following will be the rules for recruitment:
1. IDENTIFICATION OF VACANCY
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86. Whenever a vacancy arises as per approved manpower strength or new position is
created in any function/ department, the personnel requisition data form is to be
filled up and sent to HRD department.
2. OBTAINING SANCTION FOR FILLING UP VACANCY
HRD department will provide necessary data/information required in the
requisition form for taking sanction from the appropriate authority.
3. ISSUANCE OF THE PERSONNEL REQUISITION DATA FORM
On receipt of the sanction duly approved from the sectioning authority, the
original copy shall be sent to concerned department.
4. NOTIFICATION OF VACANCY/INTERNAL SOURCES
Action will be initiated to notify the vacancy (ies) to be filled to employment
exchange (accept unskilled) and for identification of internal candidates if
available with sister units/other businesses.
5. EXTERNAL SOURCING IF INTERNAL CANDIDATES ARE NOT
AVAILABLE
The following sources shall be tapped in order of priority: -
 Internal data bank
 Net surfing
 Head hunting (for senior positions only)
 Approved consultants/placement agencies (prior approval to be taken from the
appropriate authority regarding terms & conditions)
 Advertisements (sanction from the appropriate authority shall be obtained
regarding the text, coverage and cost for releasing of advertisement in print media/
website)
6. SCREENING OF APPLICATIONS
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87.  Applications received shall be forwarded to concerned department for screening
as per laid down criteria and identification of eligible candidates
 Call letters will be issued to eligible candidates as per annexure-11
7. SELECTION PROCESS FOR ALL CATEGORIES EXCEPT TRAINEES
 Written test/job test/computer sill test / psychometric test will be conducted for
job specific requirement.
 Hrd department shall maintain data bank of different types of tests for different
types of jobs/leaves designed by experts in the related area and administer the
same to candidates.
PRELIMINARY INTERVIEW
Candidates who have cleared the written/job test etc. or who are being called
directly for the interview shall be required to fill up the personal data form before
appearing for the interview.
Candidates shall be evaluated on various parameters as per interview sheet
enclosed in annuxure-1V
FINAL INTERVIEW
Candidates shortlisted on the basis of tests/preliminary interview will be
called for final selection round of interview.
SELECTION PROCESS FOR TRAINEES
Candidates for trainee position who are to be recruited from the campuses or
otherwise will undergo the following:
 Written test (inclusive of psychometric & computer sill tests)
 Group discussion
 Preliminary interview final interview
INTERVIEW BOARD
The constitution of interview board shall depend upon the level of the post for
which the selection is being done. The interview board shall include:
PRELIMINARY INTERVIEW
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